Tag: 3BL

Welcome to GreenMoney’s 8th annual All-Videos Issue. Our team has curated a collection of thought-provoking films and discussions featuring a variety of innovators from the interconnected worlds of Impact Investing, Corporate Responsibility and Environmental Sustainability. Our Videos issue happens to be one of my favorites that we publish each year. I hope it engages you in many ways, as it does us. In these days and times it’s vital to have your eyes and ears open to perceive and discern the current realities of our world. 

Our curated collection of a dozen videos and films include: [•] Navigating the Negotiations: An Update on the Global Plastics Treaty [•] Designing the Next 50 Years of Transportation [•] Library Stories: Books on the Backroads of NM and America [•] How Walmart is Catalyzing Packaging Innovations [•] Ascend: Forced to flee the Taliban, Afghan women find a home in climbing [•] Setting the Stage: The Future of Sustainable Business [•] For the Bees from the DCEFF [•] Stewart Udall and the Politics of Beauty [•] More Efficient Wind Turbines Inspired by Owls and Maple Seeds [•] Organic Valley farmer Charlene Stoller: Seed to Table [•] Wrought from Biofilm Productions, and [•] The Plastic Bag Store

Find them all, showing for free at – https://greenmoney.com

 

======

At Mondelēz International, we believe our ESG agenda helps to drive growth, create value and make our business more resilient. It is why we have made sustainability the fourth pillar of our long-term business strategy, Vision 2030, alongside growth, execution, and culture.

As a global snacking leader, our ambition is to make snacking right in a world facing many different challenges, including climate change, nature-loss, worker welfare, and plastic waste, among others. To take on these challenges and deliver our sustainable growth ambition, we focus on the issues that are important to us, our consumers, and the world. This intensified and accelerated focus is at the heart of how we intend to achieve our sustainability vision of creating a future where together people and the planet thrive – by leading where we matter most and driving change where the world needs it most.

Building on our 2025 public goals, we have bold and targeted long-term ambitions that help us focus, accelerate, and scale our efforts. It is our way of turning the volume up on our aim to lead the future of snacking and make the most of our potential to have a bigger positive impact as we continue to grow.

In particular, we are focused on more sustainably-sourced cocoa and wheat, two core ingredients at the heart of our much-loved snacks. Over the first 10 years as a company, we have scaled our signature programs, Cocoa Life and Harmony wheat, helping hundreds of thousands of farmers to build stronger farming businesses and more resilient communities and landscapes. We see reduced or near zero deforestation on or closely around Cocoa Life farms in West Africa and we’ve pioneered innovative financial incentives to help farmers restore forests. Harmony has cultivated biodiversity, specifically millions of bees and butterflies, alongside its wheat fields for many years long before it was on-trend. Looking ahead, we’re proud of the recent announcements we’ve made to further invest in our expanded 2030 ambition for Cocoa Life and Harmony wheat.

We are also putting a longer-term focus on working toward net zero carbon and reducing packaging waste by supporting a circular packaging economy. We’re capturing the carbon reductions Cocoa Life and Harmony provide as part of our net zero roadmap. On packaging, we moved to an innovative soft plastic using 30% recycled plastic in our Cadbury Dairy Milk wrappers in Australia and the UK.

While we are driving change in our own business, we know the challenges are systemic and cannot be solved by any one company alone. Multi-stakeholder coalitions are critical to achieve the systems transformation that is needed. We are actively leading key coalitions and sharing our data and learnings to develop new solutions in collaboration with peer companies.

We are also very aware of the criticality of good governance underpinning our ESG work, including the need for transparent disclosures and reporting. As the requirements in this area continue to evolve, we continue to enhance our systems and processes.

I hope you find the progress and learnings from this year’s Snacking Made Right report informative and inspiring. Above all else, what I am most proud of is the passion and perseverance of my Mondelēz International colleagues around the world who have worked tirelessly to deliver these strong results. Together, we are creating a world where people and the planet thrive.

Christine Montenegro McGrath
SVP, Chief Impact & Sustainability Officer, Mondelēz International

Read more in the Mondelēz 2022 Snacking Made Right Report

PITTSBURGH and WOODBURY, Minn., July 31, 2023 /3BL/ – Viatris Inc. (NASDAQ: VTRS), a global healthcare company, and Kindeva Drug Delivery L.P. today announced the launch of Breyna™ (budesonide and formoterol fumarate dihydrate) Inhalation Aerosol, the first generic version of AstraZeneca’s Symbicort® with an Abbreviated New Drug Application (ANDA) approved by the U.S. Food and Drug Administration (FDA). Breyna, a drug-device combination product, is indicated for certain patients with asthma or chronic obstructive pulmonary disease (COPD) and will be immediately available in both 80 mcg/4.5 mcg and 160 mcg/4.5 mcg dosage strengths.

Viatris Head of North America Jose Cotarelo said: “We are excited to bring Breyna to the U.S. market for the many Americans living with asthma and COPD. This launch represents years of hard work breaking down barriers to access and builds upon our past successes of bringing other complex products to market as we continue to move up the value chain. Being the first to bring an FDA-approved generic version of Symbicort to patients is a true example of how access is the cornerstone of our mission to empower people worldwide to live healthier at every stage of life.”

The indications for Breyna include asthma in patients six years of age and older, and the maintenance treatment of airflow obstruction and reducing exacerbations in patients with COPD, including chronic bronchitis and/or emphysema. Breyna is not indicated for the relief of acute bronchospasm. The 160 mcg/4.5 mcg is the only strength indicated for the treatment of COPD. COPD is a term used to describe a certain kind of chronic lung disease and is characterized by breathlessness; it affects more than 16 million Americans. Asthma causes swelling of the airways resulting in difficulty breathing, and approximately 25 million Americans have the chronic condition.

Milton Boyer, CEO of Kindeva Drug Delivery, added: “The launch of Breyna represents a significant milestone as it is the first FDA-approved generic version of Symbicort in the U.S., one of the most prescribed complex drug-device combination products to treat asthma and COPD. We are pleased for Viatris as well as the many Kindeva colleagues who have worked tirelessly to leverage our complex drug-delivery expertise for this important respiratory product — supporting a persistent need to continue bringing more quality medicines for asthma and COPD to patients.”

To further expand access to Breyna, Viatris has established a copay program offered for eligible commercially-insured patients, which may help reduce out-of-pocket expenses on prescriptions to as little as $20 per 30-day supply. The program offers $30/month or up to $360 per year with 12 refills annually. The program will be available in August.

About Breyna 
Breyna is indicated for the treatment of asthma in patients 6 years and older not adequately controlled on a long-term asthma-control medication such as an inhaled corticosteroid (ICS) or whose disease warrants initiation of treatment with both an ICS and long-acting beta2-adrenergic agonists (LABA). Breyna 160 mcg/4.5 mcg dosage is indicated for the maintenance treatment of airflow obstruction in patients with chronic obstructive pulmonary disease (COPD), including chronic bronchitis and/or emphysema, and Breyna 160 mcg/4.5 mcg is also indicated to reduce exacerbations of COPD. Breyna is NOT indicated for the relief of acute bronchospasm.

Important Safety Information 
Breyna is contraindicated in the primary treatment of status asthmaticus or other acute episode of asthma or COPD where intensive measures are required, and in hypersensitivity to any of the ingredients in Breyna. Use of long-acting beta2-adrenergic agonists (LABA) as monotherapy (without inhaled corticosteroids [ICS]) for asthma is associated with an increased risk of asthma-related death. Available data from controlled clinial trials also suggest that use of LABA as monotherapy increases the risk of asthma-related hospitalization in pediatric and adolescent patients. These findings are considered a class effect of LABA. When LABA are used in fixed dose combination with ICS, data from large clinical trials do not show a significant increase in the risk of serious asthma-related events (hospitalizations, intubations, death) compared to ICS alone. Breyna is NOT a rescue medication and does NOT replace fast-acting inhalers to treat acute symptoms. Breyna should not be initiated in patients during rapidly deteriorating episodes of asthma or COPD. Patients who are receiving Breyna should not use additional formoterol or other LABA for any reason. Localized infections of the mouth and pharynx with Candida albicans has occurred in patients treated with Breyna. Patients should rinse the mouth after inhalation of Breyna. Lower respiratory tract infections, including pneumonia, have been reported following the administration of ICS. Due to possible immunosuppression, potential worsening of infections could occur. A more serious or even fatal course of chickenpox or measles can occur in susceptible patients. It is possible that systemic corticosteroid effects such as hypercorticism and adrenal suppression may occur, particularly at higher doses. Particular care is needed for patients who are transferred from systemically active corticosteroids to ICS. Deaths due to adrenal insufficiency have occurred in asthmatic patients during and after transfer from systemic corticosteroids to less systemically available ICS. Caution should be exercised when considering administration of Breyna in patients on long-term ketoconazole and other known potent CYP3A4 inhibitors. As with other inhaled medications, paradoxical bronchospasm may occur with Breyna. Immediate hypersensitivity reactions may occur, as demonstrated by cases of urticaria, angioedema, rash, and bronchospasm. Excessive beta-adrenergic stimulation has been associated with central nervous system and cardiovascular effects. Breyna should be used with caution in patients with cardiovascular disorders especially coronary insufficiency, cardiac arrhythmias, and hypertension. Long-term use of ICS may result in a decrease in bone mineral density (BMD Assessment of BMD is recommended prior to initiating Breyna and periodically thereafter. ICS may result in a reduction in growth velocity when administered to pediatric patients. Glaucoma, increased intracolular pressure, and cataracts have been reported following the administration of ICS, including budesonide, a component of Breyna. Close monitoring for glaucoma and cataracts is warranted in patients with a change in vision or history of increased intraocular pressure. In rare cases, patients on ICS may present with systemic eosinophilic conditions. Breyna should be used with caution in patients with convulsive disorders, thyrotoxicosis, diabetes mellitus, ketoacidosis, and in patients who are unusually responsive to sympathomimetic amines. The most common adverse reactions ≥3% reported in asthma clinical trials included nasopharyngitis, headache, upper respiratory tract infection, pharyngolaryngeal pain, sinusitis, influenza, back pain, nasal congestion, stomach discomfort, vomiting, and oral candidiasis. The most common adverse reactions ≥3% reported in COPD clinical trials included nasopharyngitis, oral candidiasis, bronchitis, sinusitis, and upper respiratory tract infection. Breyna should be administered with caution to patients being treated with MAO inhibitors or tricyclic antidepressants, or within 2 weeks of discontinuation of such agents. Beta-blockers may not only block the pulmonary effect of beta-agonists, such as formoterol, but may produce severe bronchospasm in patients with asthma. ECG changes and/or hypokalemia associated with nonpotassium-sparing diuretics may worsen with concomitant beta-agonists. Use caution with the coadministration of Breyna.

About Viatris 
Viatris Inc. (NASDAQ: VTRS) is a global healthcare company empowering people worldwide to live healthier at every stage of life. We provide access to medicines, advance sustainable operations, develop innovative solutions and leverage our collective expertise to connect more people to more products and services through our one-of-a-kind Global Healthcare Gateway®. Formed in November 2020, Viatris brings together scientific, manufacturing and distribution expertise with proven regulatory, medical and commercial capabilities to deliver high-quality medicines to patients in more than 165 countries and territories. Viatris’ portfolio comprises more than 1,400 approved molecules across a wide range of therapeutic areas, spanning both non-communicable and infectious diseases, including globally recognized brands, complex generic and branded medicines, and a variety of over-the-counter consumer products. With more than 38,000 colleagues globally, Viatris is headquartered in the U.S., with global centers in Pittsburgh, Shanghai and Hyderabad, India. Learn more at viatris.com and investor.viatris.com, and connect with us on Twitter at @ViatrisInc, LinkedIn and YouTube.

About Kindeva Drug Delivery 
Kindeva Drug Delivery is a global contract development manufacturing organization focused on drug-device combination products. Kindeva Drug Delivery develops and manufactures products across a broad range of complex drug-delivery formats, including injectables (autoinjector, intradermal, microneedle), pulmonary & nasal, and transdermal patches. Its service offering spans early-stage feasibility through commercial scale drug product fill-finish, container closure system manufacturing, and drug-device product assembly. Kindeva Drug Delivery serves a global client base from its nine manufacturing and research and development facilities located in the U.S. and U.K. For more information, please visit www.kindevadd.com.

Forward-Looking Statements 
This press release includes statements that constitute “forward-looking statements.” These statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Such forward looking statements may include statements that the launch of Breyna demonstrates the companies’ commitment to bringing complex generic medicines to the market to help increase patient access; Breyna will be immediately available in both 80 mcg/4.5 mcg and 160 mcg/4.5 mcg dosage strengths; this launch represents years of hard work breaking down barriers to access and builds upon our past successes of bringing other complex products to market as we continue to move up the value chain; to further expand access to Breyna, Viatris has established a copay program offered for eligible commercially-insured patients, which may help reduce out-of-pocket expenses on prescriptions to as little as $20 per 30-day supply; and, the program will be available in August. Factors that could cause or contribute to such differences include, but are not limited to: the possibility that the Company may be unable to realize the intended benefits of, or achieve the intended goals or outlooks with respect to, its strategic initiatives; the possibility that the Company may be unable to achieve expected benefits, synergies and operating efficiencies in connection with acquisitions, divestitures, or its global restructuring program, within the expected timeframe or at all; impairment charges or other losses related to the divestiture or sale of businesses or assets; the Company’s failure to achieve expected or targeted future financial and operating performance and results; the potential impact of public health outbreaks, epidemics and pandemics, including the ongoing challenges and uncertainties posed by COVID-19; actions and decisions of healthcare and pharmaceutical regulators; changes in healthcare and pharmaceutical laws and regulations in the U.S. and abroad; any regulatory, legal or other impediments to Viatris’ ability to bring new products to market, including but not limited to “at-risk” launches; Viatris’ or its partners’ ability to develop, manufacture, and commercialize products; the scope, timing and outcome of any ongoing legal proceedings, and the impact of any such proceedings; any significant breach of data security or data privacy or disruptions to our information technology systems; risks associated with international operations; the ability to protect intellectual property and preserve intellectual property rights; changes in third-party relationships; the effect of any changes in Viatris’ or its partners’ customer and supplier relationships and customer purchasing patterns; the impacts of competition; changes in the economic and financial conditions of Viatris or its partners; uncertainties and matters beyond the control of management, including general economic conditions, inflation and exchange rates; failure to execute stock repurchases consistent with current expectations; stock price volatility; and the other risks described in Viatris’ filings with the Securities and Exchange Commission (SEC). Viatris routinely uses its website as a means of disclosing material information to the public in a broad, non-exclusionary manner for purposes of the SEC’s Regulation Fair Disclosure (Reg FD). Viatris undertakes no obligation to update these statements for revisions or changes after the date of this release other than as required by law.

SOURCE Viatris Inc.

For further information: Media: +1.724.514.1968, Communications@viatris.com; Investors: +1.412.707.2866, InvestorRelations@viatris.com; Jennifer Mauer, Jennifer.Mauer@viatris.com; Bill Szablewski, William.Szablewski@viatris.com; Matt Klein, Matthew.Klein@viatris.com; Kindeva Contact: Kris Barr, Kris.barr@kindevadd.com

We encourage a culture of year-round volunteering in which MetLife colleagues live our purpose by lending their time, talent and passion for their communities to educational, environmental, mentoring, coaching, skills-based and pro-bono initiatives. These efforts support MetLife’s 2030 DEI commitment of 800,000 colleague volunteer hours with a focus on DEI/underserved communities by 2030.

Volunteering with Purpose

MetLife’s “Volunteering with Purpose” campaign galvanizes the spirit of volunteerism and puts MetLife’s purpose into action with departments and senior leaders leading colleagues in hundreds of virtual and in-person community engagement activities globally. Volunteering with Purpose is MetLife’s global month of volunteering. In 2022, MetLife colleagues from 31 markets put MetLife’s purpose into action by volunteering in communities where they live and work. Colleagues lent their time, talent and passion to benefit their communities, providing nearly 110,000 volunteering hours.

Skills-Based and Pro Bono Volunteering

MetLife colleagues around the world drive social impact through skills-based and pro bono volunteering, sharing their expertise in technology, legal and human resources, among other areas.

Common Impact is a national nonprofit that connects corporate employees to nonprofit organizations with proven models to tackle the greatest challenges our communities face. MetLife Foundation partnered with Common Impact on two pro bono projects to leverage the time, talent and expertise of MetLife colleagues in support of nonprofit partners’ most urgent needs.

Cummins

Cummins Inc. recently celebrated the second anniversary of the Cummins Water Works program, reporting it recorded 5.9 billion gallons in annual water benefits in 2022 through projects around the world.

The global power technology leader’s initiative to address the global water crisis has expanded its reach to 11 countries, including: Brazil, Chile, China, Ghana, India, Mexico, Peru, the Philippines, South Africa, the United Kingdom and the United States.

“Cummins employees have been committed to sustainable water projects for many years,” said Scott Saum, Program Manager for Cummins Water Works. “However, the establishment of CWW has brought about partnerships with leading water experts like Water.org, The Nature Conservancy and many others that provide greater opportunity to collaborate, invest and engage in large-scale, high-impact water projects around the world.”

Producing net water benefits that exceed the company’s annual water usage in every region by 2030 is one of nine goals in Cummins’ PLANET 2050 environmental sustainability strategy. While the initiative is already exceeding the company’s water use overall, it is not yet doing that in every region where the company has a presence.

There were many noteworthy Cummins Water Works projects to highlight in marking the July 23 anniversary. From oyster reef restoration helping filter water in Louisiana’s Gulf region to improving water quality by re-introducing Kidney Shell Mussels in the U.S. Midwest to creating low-cost loan programs in India enabling families to install tap and toilet facilities in their homes, CWW is making great progress in addressing the world’s water issues.

In partnership with Water.org, Cummins Water Works has also launched an education program targeting 7- to 13- year olds in Brazil, teaching them about the importance of sanitation and clean water to public health.

One of the bigger efforts took place in Guarulhos, Brazil, near Sao Paolo, the largest city in Brazil, where Water.org partnered with Trata Brasil, a public interest organization dedicated to improving sanitation. The effort held 18 learning sessions in three public schools to reach 1,200 students, 5 to 10 years of age, promoting environmental education through playful actions that focus on water supply and sanitary sewage.

Through its operations in Mexico, Cummins is partnering with 50 Liter Home in Ciudad Juarez, Mexico, and El Paso, Texas, to bring water and water filtration infrastructure to Los Kilometros in Mexico and Las Colonias in El Paso, on the outskirts of both cities, as well as provide rain gardens and community-based, green infrastructure.

CWW’s partnership with The Nature Conservancy has also worked to educate and encourage Midwestern farmers in the U.S. to implement conservation practices that reduce fertilizer runoff into waterways to eliminate the hypoxic (dead) zone in the Gulf of Mexico. The excess nutrients trigger algae blooms, which remove oxygen from the water and make it difficult or impossible for marine life to survive.

Gen Blog | Community

By Kim Allman, Head of Corporate Responsibility and Government Affairs

Today is an exciting day at Gen: we’ve launched our first Social Impact Report as a new global company with a family of trusted Cyber Safety brands. Our social impact work is essential in bringing equity, opportunities and safety to the next generation of digital life. As the report showcases, Gen positively impacts people and communities all over the world. I’m proud to share a look at what our teams have been up to this past year and where we plan to go next. 

I’m driven by the opportunity to bring social impact into every part of Gen. It’s incredibly motivating to see the company come together across departments – DEI, recruitment, talent development, global health and wellness, legal, product, brand and marketing – as well as across geographies. Everyone is pulling together to make a real difference. Our people feel they have an active stake in the program. We’re united in our community-minded values and passion for powering Digital Freedom. 

A big part of our social impact strategy focuses on helping children, families, and vulnerable people stay safe online, and eliminating the gender gap in tech by helping women advance their cybersecurity careers. This year, we reached 2.8 million people with Cyber Safety education and training. This reach was made possible by our partnerships with nonprofits like the World Association of Girl Guides and Girl Scouts, Save the Children India, the National Network to End Domestic Violence, LifeSmarts, National PTA and more. 

I’m also proud of the culture of giving we’ve been able to establish at Gen. In 2023, we hosted our first Global Volunteer Day at sites around the world with hundreds of employees. Collectively, our teams spent more than 4,700 hours volunteering to make a difference in their communities. 

At Gen, we intentionally foster an inclusive workplace and culture. We partner with organizations that empower women in tech, like Czechitas and Women4Cyber. Globally, 32% of the Gen employees are women. 

We work to operate a low carbon business and to inspire our employees to care for the planet. Today, 98% of our products are delivered digitally and less than 0.5% of the material used in our physical products contains plastic. Through our Sustainable Home Improvement Program, employees can receive cash incentives for home improvement projects that help reduce environmental impacts. More than 780 projects were completed by employees in 2023. 

You can learn more about how Gen is committed to making the world a better, safer place in our 2023 Social Impact Report.

Gen™ is a global company dedicated to powering Digital Freedom with a family of trusted consumer brands including Norton, Avast, LifeLock, Avira, AVG, ReputationDefender and CCleaner.

Eight women crowd around their classmate, a pilot in training, eyes fixed to the screen. Miles away, the drone soars across their remote community in the northeast corner of British Columbia, creating a thermal map of the region.

A herd of wild horses comes into view, and the women watch, delighted, as the animals graze on screen.

Deeper into the territory, a large patch of heat emerges in the thermal imaging. The pilot flips the drone’s view to the camera and reveals an enormous moose. The group erupts in excitement, awed at the technology and its potential.

The women, all Indigenous members of the Blueberry River First Nation, are participants in the Construction Foundation of BC’s Sky Keepers program. They are becoming drone pilots, earning an advanced drone certification through Transport Canada.

Some women plan to use their drone pilot’s license to work in the oil and gas industry; others to monitor the environment—water levels, animal activity, soil erosion. Others still wonder if drone technology could help keep Indigenous women safe, to improve response times and prevent more Missing and Murdered Indigenous Women and Girls.

Keri Taylor, Sky Keeper’s operations manager, is proud to hear the women contemplate applications of drone technology.

“Drones are an up-and-coming market,” she explains. “It really excites a lot of the women. It leads to job opportunities where you can work from home on your own time.”

CFBC launched Sky Keepers in 2023, offering the program to 28 Indigenous women across three B.C.-based cohorts in Blueberry River, Kamloops and Surrey. In addition to drone certification, participants receive training in word processing and technology, as well as other certifications like First Aid and WHMIS (Workplace Hazardous Materials Information System).

Classroom time also includes Indigenous programming, such as Elder talks.

Taylor says the CFBC’s programs like Sky Keepers help fill niche markets, to make opportunities available to people who are interested in the construction industry but face barriers to accessing education.

Sky Keepers is the first of CFBC’s offerings focused specifically on supporting Indigenous women participants who are either underemployed, unemployed or precariously employed.

The program is funded entirely by grants and donations from the community. Enbridge contributed a $20,000 Fueling Futures grant to support Indigenous women, an underrepresented population, as they develop their potential in the construction industry and gain valuable experience to contribute to their communities.

“One of the participants shared with me that she was happy to be involved in the program, because it helped her create a regular routine in her day,” Taylor says. “She told me: ‘I feel a sense of purpose.’ ”

The first Sky Keepers cohort graduated in March 2023, and already alumni are working in the field.

For those who need additional support finding work, participants are invited to transition into CFBC’s All Roads program, focused on helping Indigenous learners find their way to meaningful careers.

“For those who transition to our All Roads program, we keep walking with them on their employment journey,” says Taylor, “and make sure they still have the supports in place they need on their pathway to successful and meaningful employment.”

Southern Company

Georgia Power declared today that Plant Vogtle Unit 3 has entered commercial operation and is now serving customers and the State of Georgia. The new unit represents a long-term investment in the state’s clean energy future and will provide reliable, emissions-free energy to customers for decades to come.

“The Plant Vogtle 3 & 4 nuclear expansion is another incredible example of how Georgia Power is building a reliable and resilient energy future for our state,” said Kim Greene, chairman, president and CEO of Georgia Power. “It is important that we make these kinds of long-term investments and see them through so we can continue providing clean, safe, reliable and affordable energy to our 2.7 million customers. Today’s achievement is a testament to our commitment to doing just that, and it marks the first day of the next 60 to 80 years that Vogtle Unit 3 will serve our customers with clean, reliable energy.”

Vogtle Unit 3 is the first newly-constructed nuclear unit in the U.S. in over 30 years and can power an estimated 500,000 homes and businesses. Once all four units are online, the Plant Vogtle site will be the largest generator of clean energy in the nation and support continued growth in Georgia as more industries, businesses and families come to the state.

“Today is a historic day for the State of Georgia, Southern Company, and the entire energy sector, as we continue transforming the way we power the lives of millions of Americans,” said Chris Womack, president and CEO of Southern Company. “With Unit 3 completed, and Unit 4 in the final stages of construction and testing, this project shows just how new nuclear can and will play a critical role in achieving a clean energy future for the United States. Bringing this unit safely into service is a credit to the hard work and dedication of our teams at Southern Company and the thousands of additional workers who have helped build that future at this site, as well as all of the partners who have helped make this day a reality.”

Nuclear energy is the only zero-emission baseload energy source available today, offering high reliability, and efficient operations around the clock. Nuclear energy currently provides approximately 25% of Georgia Power’s overall energy mix, including the existing units at Plant Vogtle and Georgia’s other nuclear facility at Plant Hatch in Baxley, Ga.

“The Vogtle expansion is an American energy success story and would not be possible without the support of strong public and private partners like our partners at the North America’s Building Trades Unions,” said Tom Fanning, chairman of the Board of Directors for Southern Company. “We continue to appreciate their support and those who have stood with us at the local, state and federal levels to complete this new clean energy source to serve electric customers. Providing leadership in our industry and a commitment to safety and quality are in Southern Company’s DNA. Today’s milestone at the Vogtle expansion site underscores this legacy, and I couldn’t be prouder of the dedication our teams have shown in seeing Unit 3 through to completion.”

The final stages of construction and testing continue at Vogtle Unit 4, with the unit projected to be placed in service during the late fourth quarter 2023 or the first quarter of 2024. The unit completed hot functional testing in May, in significantly less time than Unit 3 as the team continues leveraging best practices and learnings from the earlier unit. The Vogtle site has also received nuclear fuel for Unit 4, with a total of 157 fuel assemblies necessary for the safe and reliable startup of the unit.

Also, last week, Georgia Power announced the receipt of the 103(g) finding from the Nuclear Regulatory Commission (NRC) for Vogtle Unit 4. This finding was confirmed in an official letter received by Southern Nuclear and signifies that the new unit has been constructed and will be operated in conformance with the Combined License and NRC regulations. No further NRC findings are necessary in order for Southern Nuclear to load fuel or begin the startup sequence for the new unit.

The new Vogtle units are an essential part of Georgia Power’s commitment to delivering clean, safe, reliable and affordable energy to its 2.7 million customers. Southern Nuclear will operate the new units on behalf of the co-owners: Georgia Power, Oglethorpe Power, MEAG Power and Dalton Utilities.

Visit Vogtle 3 and 4 for more information.

Cautionary Note Regarding Forward-Looking Statements

Certain information contained in this release is forward-looking information based on current expectations and plans that involve risks and uncertainties. Forward-looking information includes, among other things, statements concerning the projected in-service date for Plant Vogtle Unit 4 and the future operations of Plant Vogtle Units 3 and 4. Georgia Power cautions that there are certain factors that can cause actual results to differ materially from the forward-looking information that has been provided. The reader is cautioned not to put undue reliance on this forward-looking information, which is not a guarantee of future performance and is subject to a number of uncertainties and other factors, many of which are outside the control of Georgia Power; accordingly, there can be no assurance that such suggested results will be realized. The following factors, in addition to those discussed in Georgia Power’s Annual Report on Form 10-K for the year ended December 31, 2022, and subsequent securities filings, could cause actual results to differ materially from management expectations as suggested by such forward-looking information: the ability to control costs and avoid cost and schedule overruns during the development, construction, and operation of facilities or other projects, including Plant Vogtle Unit 4, which includes components based on new technology that only within the last few years began initial operation in the global nuclear industry at this scale, due to current and/or future challenges which include, but are not limited to, changes in labor costs, availability and productivity, challenges with the management of contractors or vendors, subcontractor performance, adverse weather conditions, shortages, delays, increased costs, or inconsistent quality of equipment, materials, and labor, contractor or supplier delay, the impacts of inflation, delays due to judicial or regulatory action, nonperformance under construction, operating, or other agreements, operational readiness, including specialized operator training and required site safety programs, engineering or design problems or any remediation related thereto, design and other licensing-based compliance matters, including the related investigations, reviews and approvals by the U.S. Nuclear Regulatory Commission (“NRC”) necessary to support NRC authorization to load fuel, challenges with start-up activities, including major equipment failure, or system integration, and/or operational performance, continued challenges related to the COVID-19 pandemic or future pandemic health events, continued public and policymaker support for projects, environmental and geological conditions, delays or increased costs to interconnect facilities to transmission grids, and increased financing costs as a result of changes in market interest rates or as a result of project delays; the ability to overcome or mitigate the current challenges, or challenges yet to be identified, at Plant Vogtle Unit 4, that could further impact the cost and schedule for the project; legal proceedings and regulatory approvals and actions related to construction projects, such as Plant Vogtle Unit 4, including Georgia Public Service Commission approvals and NRC actions; under certain specified circumstances, a decision by holders of more than 10% of the ownership interests of Plant Vogtle Unit 3 and 4 not to proceed with construction; the notices of tender by Oglethorpe Power Corporation and the City of Dalton of a portion of their ownership interests in Plant Vogtle Units 3 and 4 to Georgia Power, including related litigation; the ability to construct facilities in accordance with the requirements of permits and licenses (including satisfaction of NRC requirements), to satisfy any environmental performance standards and the requirements of tax credits and other incentives, and to integrate facilities into the Southern Company system upon completion of construction; the inherent risks involved in operating and constructing nuclear generating facilities; the ability of counterparties of Georgia Power to make payments as and when due and to perform as required; the direct or indirect effect on Georgia Power’s business resulting from cyber intrusion or physical attack and the threat of cyber and physical attacks; catastrophic events such as fires, earthquakes, explosions, floods, tornadoes, hurricanes and other storms, droughts, pandemic health events, political unrest, wars or other similar occurrences; the potential effects of the continued COVID-19 pandemic; and the direct or indirect effects on Georgia Power’s business resulting from incidents affecting the U.S. electric grid or operation of generating or storage resources. Georgia Power expressly disclaim any obligation to update any forward–looking information.

July 31, 2023 /3BL/ – GRI has welcomed confirmation that the first set of 12 European Sustainability Reporting Standards (ESRS) has been adopted by the European Commission, with reassurance that existing GRI reporters will be well prepared to report under the ESRS. From January 2024, large and listed EU companies will be required to use the ESRS, as set out in the Corporate Sustainability Reporting Directive (CSRD).

In their statement, the European Commission confirmed that the ESRS ‘take account of discussions with the International Sustainability Standards Board (ISSB) and the Global Reporting Initiative (GRI) in order to ensure a very high degree of interoperability between EU and global standards and to prevent unnecessary double reporting by companies.’

Since 2021, GRI has formally supported the technical work to develop the ESRS through a co-creation agreement with EFRAG, the body mandated to deliver the ESRS. EFRAG and GRI are currently finalizing plans for next steps to enhance cooperation in the future. In particular, the two organizations intend to simplify reporting processes through a digital taxonomy and a multi-tagging system for their respective standards. Continued efforts in support of alignment will mean companies can report in accordance with both the ESRS and GRI Standards through one report.

Eelco van der Enden, CEO of GRI, said:

“As provider of the world’s most widely used standards for impacts, we support the maximum level of interoperability between ESRS and GRI, which will mean double reporting by companies can be avoided. We believe in a user-friendly reporting system that addresses all sustainability topics – for impacts as well as risks and opportunities – on a global scale. This position also reflects our commitment to continued collaboration with the ISSB to arrive at the global comprehensive baseline for sustainability reporting.”

Under the EFRAG and GRI MoU, the two organizations joined each other’s technical expert groups and committed to share information, and for standard setting activities and timelines to be aligned as much as possible. In December 2022, GRI published FAQs guidance to explain to reporting organizations how the GRI Standards and draft ESRS interconnect.

GRI has also entered into a MoU with the IFRS Foundation, under which the two organizations have been working together since March 2022, to ensure that the standards from GRI and the ISSB are aligned and complementary.

The Corporate Sustainability Reporting Directive will significantly expand mandatory sustainability disclosure requirements based on the principle of double materiality. It comes into force from 16 December 2022 and, from 2024 onwards, around 50,000 companies will be required to disclose their sustainability impacts, risks and opportunities.

Global Reporting Initiative (GRI) is the independent, international organization that helps businesses and other organizations take responsibility for their impacts, by providing the global common language to report those impacts. The GRI Standards are the world’s most widely used sustainability reporting standards, which are developed through a multi-stakeholder process and provided as a free public good.

As the world shifts to a lower carbon future, Lundin Mining is pursuing an ambitious expansion strategy, building on its own history of innovation to take a well-deserved leadership role in the new energy economy.

Electric vehicles (EVs), solar and wind power, and batteries for energy storage will need much more copper, nickel, and zinc than traditional power sources. Grid electrification also requires far more of these base materials than infrastructure of the past. Indeed S&P Global projected copper demand will nearly double over the next decade to support the technologies necessary for achieving net-zero 2050 goals. For Lundin, this is an amazing business opportunity.

“It’s an exciting time for us as the world moves to renewable green energy,” said Blossom Gonsalves, global head of Enterprise Solutions at Lundin Mining. “For example, copper is one of the backbones of renewable energy mandates and will power huge market demand as EVs and solar panels go mainstream and renewable energies become the norm. We are expanding our footprint with acquisitions worldwide that will help us provide new energy materials for the world’s sustainable future.”

Headquartered in Canada, Lundin Mining has a proven history of successful acquisitions. The company has operations and projects in Latin America, Europe, and the U.S., primarily producing copper, zinc, gold, and nickel. During a session at this year’s SAP Sapphire & ASUG Annual Conference Orlando, Gonsalves talked about how Lundin was modernizing for growth and efficiency by consolidating previously siloed systems on one global foundation with SAP.

Automation Boosts Strategic Growth

After years of rapid expansion through acquisitions worldwide, Lundin began its next strategic transformation, working with SAP to standardize global processes on SAP S/4HANA.

“Moving to a single global SAP system has simplified what was a very complex landscape and lowered total cost of ownership while providing us with a single source of truth. Replacing disparate, disconnected, and often manual processes with automated systems has helped us become more strategic, streamlined, and efficient,” said Gonsalves. “With real-time visibility into operations globally, we’ve decreased risk and improved situational awareness with greater foresight. Just as important, we’ve empowered the business by reducing administrative tasks, providing people with more time to focus on strategic activities that will grow operations.”

Safe and Agile Business Expansion

Safety is paramount in the mining industry, and having connected data between finance, supply chain and procurement, and enterprise asset management has helped Lundin meet corporate commitments as well as regulatory mandates.

“We needed the ability to scale and manage operational risk often in remote locations with challenging environments for connectivity,” Gonsalves said. “From a risk perspective, having connected data on one trusted platform can help us manage site audits smoothly. As we bring in new acquisitions, we’ll be able to easily add them into our landscape as well.”

Self-Paced Transformation to the Cloud

Acknowledging the change management required to transform Lundin’s software landscape, Gonsalves said that the company was able to adopt SAP solutions 90% out-of-the-box with targeted customizations based on specific need areas. She advised working closely with a partner to precheck process changes and walking employees through the new system and its benefits.

“We obtained early business buy-in for the project and then introduced the changes to make sure people were used to them,” she said. “We began with SAP SuccessFactors solutions in HR to accelerate the cultural transformation, and SAP Ariba was an early project that generated benefits in upstream procurement. You need to focus on adoption. If you give employees the resources to use digital tools, they’ll experience and value the results.”

Business Benefits Company-Wide

Lundin has gained significant benefits from consolidating corporate applications on SAP. Finance teams have standardized planning and budgeting. People across supply chain and procurement have improved sourcing compliance and spare parts planning and automated invoice matching for greater spend control. With globally standardized asset maintenance processes and data, Lundin has reduced reactive maintenance, unplanned downtime, and costs.

“We took a proactive approach with asset management and adopted best practices coming out of the SAP mining solution,” said Gonsalves. “Across our supply chain, we’ve put partners on SAP Ariba solutions for a global view of activities throughout sites, providing us with a much better negotiating position.”

Innovations Unlock Human Potential

Sustainability and innovation are baked into Lundin’s strategy. The Lundin Foundation channels revenue from operations back into communities, providing financing for climate startups, community skills training and education, local supplier development, and economic diversification programs. The company is also infusing automation throughout operations. At the recently acquired Josemaria mining project located high up in the Andes Mountains of Argentina, Lundin is designing autonomous operations that will provide crews with remote control capabilities to withstand harsh environmental conditions.

While the new energy economy is upending business models everywhere, it’s also turned into a sustainable business opportunity for ambitious leaders like Lundin.